Was DELO really sold in 1998 due to the stock market listing and losses?

Dr. Wolf-Dietrich Herold: That was definitely the main reason.
Sabine Herold: Additionally, the original owners had exhausted their enthusiasm. Initially, they were euphoric and had invested millions in development. But success didn’t come quickly, and they lost faith.

When and how did the idea first arise that you could take over DELO?

Dr. Herold: We created a matrix of potential buyers that might fit DELO. We then asked ourselves: Could we be on that list too?
Sabine Herold: So, we boldly added our own names.

You realized you had a gem on your hands. What did you see that others missed?

Sabine Herold: The former owners of ESPE invested heavily in DELO, but it hadn’t paid off yet. DELOs financial were deliberately understated to make the parent company look better. We even had to pay above-market rents. But we knew DELO had great potential and no skeletons in the closet.

How expensive was the takeover?

Dr. Herold: For an employee, even as a manager, the amount was quite high. After all, DELO wasn't that small then, with around 70 employees and a turnover of roughly 7 million euros. But crucially, the price was fair.

We aim to strengthen our error culture at DELO. With that in mind, what has been your biggest entrepreneurial mistake?

Sabine Herold: There are projects that aren’t as successful as expected, are delayed, or become more expensive—that's also our fault, from which we can learn.
Dr. Herold: We work consciously to avoid major mistakes that could be catastrophic for any company. We ensure we aren’t dependent on single industries or countries. Plus, we don’t chase every short-term hype, sinking millions. We focus on our core business, avoiding seemingly lucrative acquisitions because different corporate cultures often don’t mesh well.

What has been your toughest decision to date?

Sabine Herold: That was before the takeover. DELO used independent sales agents as their field sales force, which didn’t align with our strategy that required an internal sales team of engineers. As a young engineer, I had to dismiss most of them. It wasn’t pleasant, and thankfully it was the only time we had to do that.

Do you talk about DELO a lot at home?

Dr. Herold: Yes, quite a bit. But it's not a burden; quite the opposite. Of course, we discuss issues or debate decisions, but mostly, we enjoy talking about the many positive things.
Sabine Herold: And we ask each other’s opinions. When your partner knows the company so well, it's an entirely different quality of advice.

Do things ever get heated?

Sabine Herold: Sometimes (laughs). Occasionally, when I come home after a long day, and I need a quick break. Then my husband can catch me off guard, and sparks can fly. Anything else would be boring, though. 

When not at DELO-Allee, where do you enjoy being together the most?

Dr. Herold: We love being in Dießen. Typically, we start the day with an hour of exercise. Then we enjoy a long breakfast, reading the newspaper, preferably in the garden. When the weather’s nice, we love cycling or sailing on the lake.

Thank you for your candid thoughts and the insights. We’re grateful for the bold step you took back then, which enabled today’s development.